Situation: The CEO of a software company pays a high base and incentives for their key sales person. While this is in line with the company’s industry, the CEO wants the opinions of others as to the comp packages they offer and any controls that they put in place. What is an effective sales compensation plan?
Advice from the CEOs:
While the paid seems high, your industry may be different from other industries. Most see a 50/50 split between base and incentive as the norm.
Consider a draw system so that if the individual falls behind you have the option to reduce future draws.
Look at both the compensation formulas, and at the individuals’ predilections and the behaviors that you want to generate. Compensation should align with desired behavior and results.
Do you have bonus incentive plans in place for your sales support people? Consider these, and check whether the goals and objectives for your sales and support people complement each other. They should.
Consider a discretionary bonus pot that you can use to reward specific achievements at your discretion.
What will you do if your sales person performs significantly below target – for example, this person is only hitting 40% of the objective after 2-3 quarters?
Consequences for non-performance should be clearly understood by both you and the employee before you launch any new plan with the individual.
Whatever you decide for this person, you may well be setting a standard that you will have to live with as you hire additional sales personnel.
Situation: A company wants to expand its business development staff. What is your experience, and what has worked best for you in selecting among business development candidates?
Advice from the CEOs:
Your first priority is your compensation plan for the new person. There are three basic compensation schemes:
High Base/Low Commission
Medium Base/Medium Commission
Low to No Base/High Commission
Choice between these options depends on your own philosophy, as well as common practice within your industry. Compensation is central to candidate selection. The CEOs recommend asking candidates about their own preferences for compensation.
If they prefer Option 1, don’t hire them – they either lack experience or confidence.
They ideally prefer Option 3 – they can make more money, but cost you little unless they perform.
If they prefer Option 2, probe. They may be good but face personal obligations that make it difficult to choose the high risk/high reward option. Ask about past compensation and performance. Verify any claims made during the interview.
You want to structure sales compensation so that non-performers leave of their own accord – without costing you dearly in time or money.
What are the most important traits to seek in a good B.D. candidate?
Understanding of customer’s requirements as well as purchase behavior.
Understanding of your product or service.
How do you find candidates?
Use a Head Hunter who knows your industry and competitors.
Use written tests to evaluate the individual’s traits.
Let the recruiter find and screen prospects and present the top 2-3 to you.
Key Words: Business Development, Candidate, Compensation, Experience, Traits, Evaluation, Base, Draw, Commission, Industry Practice, Verification, Performer, Non-Performer, Selection, Head Hunter, Personnel, Recruiter, Test